Toyota culture: the heart and soul of the Toyota way
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
McGraw-Hill
2008
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXX, 562 S. graph. Darst. |
| ISBN: | 0071492178 9780071492171 |
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Datensatz im Suchindex
| _version_ | 1804137561168281600 |
|---|---|
| adam_text | Contents
Acknowledgments xv
Foreword xxi
Preface: From the Toyota Way to Toyota Culture xxv
The Toyota Way Is About Culture xxv
Two Models of the Toyota Way xxvii
Part One. What Is Toyota Culture? I
Chapter 1. The DNA of Toyota Lies in Its Culture 3
Why Are Lean and Six Sigma Programs Not Enough? 3
What Is Culture? (It s All in Our Heads) 5
People Are the Heart and Soul of the Toyota Way 10
The Toyota Way 2001 First Documented the Culture 12
A Deeper Analysis of Culture 16
The Challenges of Taking Culture Across Boundaries 20
Cross-National Culture by the Numbers 20
East versus West Means a Different Way of Thinking 22
Is the Toyota Way a Direct Reflection of Eastern Thinking? 24
The Challenges of Changing Culture at Other
Companies: A Warning 27
Caveat: Toyota Is Made Up of People—and People
Are Not Perfect 31
Summary: Reasons for Hope? 32
Key Points to Consider for Your Company 32
Chapter 2. The Human Systems Model 35
Toyotas Turnaround from Bankruptcy: Reflecting and
Reinforcing Culture 35
Supporting the Two Critical Value Streams: Product and People 37
The Core of Toyota Culture Is Not Negotiable 37
The Missing People Value Stream 37
Problem Solving Connects the Two Value Streams 38
The Human Systems Model 40
Outside the People Value Stream: Purpose, Outputs, and Inputs 41
The Core People Value Stream 43
People-Supporting Processes and Daily Management 45
The Organizational-Supporting Processes and the
Role of HR 46
The Model Is Not a Silver Bullet—It Is What You Do Every Day 48
Summary 49
Key Points to Consider for Your Company 49
Chapter 3. Toyota Way + Local Environment +
Purpose = Success 51
Purpose—Why Are We Here? 51
Outputs—Quality People Working Together to Continuously
Improve Based on Shared Toyota Values 55
Quality People Lead to Quality Results 55
Launch a New Culture with an Obsession for Quality 56
Stopping the Line Is Everyone s Responsibility 58
One Step and Then Another 59
The Inputs to the Organization 60
Philosophy and Values 60
Production System Principles 61
Creating a Pool of Eligible Human Resources 64
Starting with Careful Location of Operation 64
Developing a Capable Labor Pool 65
Summary: Laying the Foundation for Toyota Culture 70
Key Points to Consider for Your Company 71
Part One. Summary 73
PartTwo.The Quality People Value Stream 75
Chapter 4. Attract Competent and Trainable People 77
Selecting Employees for Life 77
Hiring die Right Person, in the Right Amount, in die Right
Form, at the Right Time 79
The Right Person 79
In the Right Amount: Based on Long Term Employment Needs 81
In die Right Form 82
At the Right Time 82
Funnel Model of Recruitment: Many Prospects Lead to Few Hires 83
Selection: Long-Term Match 84
Toyota Georgetown Original Recruitment and Selection
Process for Hourly Team Members 86
Improved Toyota Georgetown Recruitment and Selection Process 95
Selecting Toyota Executives 101
Pay Me Now or Pay Me Later 103
Summary 103
Key Points to Consider for Your Company 103
Chapter 5. Developing Competent and Able People 105
Toyota Trains People Like They Are All Surgeons 105
Getting Started: Team Member Orientation 107
Work Conditioning 107
Human Resources Policies 107
Production 108
Training to Do the Job 109
Classroom Training 111
Personal Training Opportunities 116
On-the-Job Development (OJD) 117
Fundamental Skill Training (GPC) 118
From Visual Manuals to Standardized Work 120
Action Training and Image Training 120
Standardized Work and Job Breakdown 126
Job Instruction Method 127
Follow Up and Support Until Student Masters the Job 129
The Role of the Toyota Team Member—Training for
All Temporaries and New Hires 129
Continuous Improvement of Job Training 132
Work-Related Training Needs Identification (Through COPA) 133
Training Different Levels at Toyota 134
Team Leader and Group Leader Training 138
Manager Level Training 140
Manager Rotation—Cross-Training 141
General Manager and VP Level Training 142
Making Available Training Resources 145
Summary 146
Key Points to Consider to for Your Company 147
Chapter 6. F.ngaging Competent and Willing People
in Continuous Improvement 149
Problem Solving May Be the Silver Bullet 149
At Toyota Everyone Is a Problem Solver 154
1. Engineers and Pilot Teams Create Initial Standards
Learning From Past Problems 158
Engineers Begin the Development of Standardized Work 158
The Pilot Team Is a Way to Involve and Develop
Team Members 160
2. Work Teams Work to Standard and Detect Deviations in an
Atmosphere of No Blame 161
Without Standards There Are No Problems 161
Standardized Work is the Basis for Improvement by the Team 163
Use of Standards Does Not Mean Every Operation Is the Same 164
Team Members serve as Problem Detectors 165
3. Work Teams Contain Disruptions to Production through
Event-Type Problem Solving 170
Toyotas Suggestion System Supports Event-Type
Problem Solving 174
4. Work Teams Improve the Standards Through Setting-Type
Problem Solving 176
5. Broader Problem Solving to Level Up the System 178
Roles in Problem Solving by Level of the Organization 178
Jishuken—A Kaizen Event or Way to Develop Leaders? 182
Leaders Encourage and Develop Kaizen Through Guidance,
Trust and Discipline 184
Summary 186
Key Points to Consider for Your Company 186
Chapter 7. Inspiring People to Be Committed to the Company,
Family, and Community 189
What It Means to be Committed to Toyota 189
The Challenges of Inspiring Commitment in a Western Setting 192
Deepening the Cycle of Learning and Commitment 194
Challenge Team Members to Grow and Develop 197
Family and Community Focus 201
Family Focus 204
Community Focus 204
Think Green: Positively Impacting the Physical Environment 208
Green Buildings in Toyota Motor Sales 208
Environmental Safety 212
Zero Landfill Goal 213
Paint Waste Improvement 214
Keeping the Developed Team Member Through High Retention 216
Committed Toyota Members Can be Developed Outside Japan 219
Summary 219
Key Points to Consider for Your Company 220
Part Two. Summary 221
Part Three. People Supporting Processes 223
Chapter 8. Work Groups and Team Problem Solving 227
Teams and Work Groups Are the Basic Units of Toyota Organization 227
Toyota Organizational Structure: Flat and Optimal Span of Control 231
Work Groups at Work: Case Example 238
Many Types of Problem-Solving Groups 245
Problem Solving Groups at Work: Case Example 246
National Culture and Teamwork 256
No Social Differences 258
Summary 259
Key Points to Consider for Your Company 260
Chapter 9. Clean and Safe Workplace 261
A Holistic Approach 261
The Physical Work Environment: Clean, Well Lit, and Comfortable 262
Physically Safe Processes 264
Design in Economically Safe Jobs 264
Ergonomic Ratings and Rotations 266
The KYT Meeting 271
Standardized Work, Job Instruction, and Safety 271
Early Symptom Intervention 275
Psychologically Safe in the Plant 279
Safe and Respectful Environment 279
Cognitive Simplification: Challenging but not Stressful 280
Safety Culture 282
Team Member Care—Personal Health and Safety 285
Dealing with Workers on Restrictions 285
Medical Clinics on Site 286
An Onsite Pharmacy: Getting It Wrong, Then Getting It Right 286
Summary 288
Key Points to Consider for Your Company 288
Chapter 10. Two-Way Communication and Visual Management 289
Communication Is Fragile 289
Formal Channels of Communication 292
Top-Down Communications 292
Meetings, Meetings, Meetings 295
Meeting Facilitation and Communications Training 298
Clear Roles and Responsibilities Make Meetings
Efficient and Effective 302
Human Resource Facilitated Upward Communication 304
Informal Communication Channels 308
Visual Control and A-3s as a Communication System 311
Visual Indicators of the Status of the Process 311
A—3 Reporting to Visually Communicate Status 313
Summary 315
Key Points to Consider for Your Company 315
Chapter 11. Servant Leadership 317
Leaders Develop Culture 317
Servant Leadership 319
Thoughtful Leaders Living the Toyota Way Values 322
Challenge 322
Kaizen 324
Genchi Genbutsu 325
Respect 327
Teamwork 328
How Does Toyota Select and Develop Leaders? 331
Summary—Best of Both Worlds 333
Key Points to Consider for Your Company 336
Part Three. Summary 337
Part Four. Organizational Supporting Processes 339
Chapter 12. Commitment and Tools for Stable Employment 341
Long-term Partnership or Disposable Labor? 341
Stable Employment Depends on a Flexible Work Force 344
Transfers (Flexible Movement) 346
Multiskilled Worker (Flexible Skills) 346
Flexible Overtime 346
Temporary Workforce and Freshman Jobs 348
Planning for Ups and Downs in the Market 350
Short-term Planning 352
The Ups and Downs of Workforce Management 355
Putting It All Together Globally 358
Summary 361
Key Points to Consider for Your Company 362
Chapter 13. Fair and Consistent HR Policies and Practices 363
What Is Fairness? 363
Trust Economy Versus Commodity Economy 366
Fairness and Consistency Is Human Resources Mandate 368
Restructuring HR as a Result of a Critical Problem 372
Understanding the Problem 372
Back to the Basics—Values 373
The HR Reorganization 374
Union Influences: Is a Third Party Needed to Represent the
Interests of Labor in the Toyota Culture? 381
Summary 385
Key Points to Consider for Your Company 386
Chapter 14. Slow Promotion and Rewards for Teamwork 389
Do you get what you measure? 390
Toyota s Rewards and Recognition System in Japan 393
Production side 394
Engineering side 395
T-Type people 396
A Holistic Approach to Rewards and Recognition 398
East versus West Views of Rewards and Recognition 400
Blended and Balanced Rewards and Recognition
Systems in Toyota USA 403
Compensation and Benefits 403
Hourly Employee Compensation 405
Keep It Simple and Communicate It Often 406
Salaried Compensation 407
Benefits Encourage Long-term Security and Trust 408
Performance Evaluation System: Individual
Development Plan 410
Slow Promotion Process at TMMK 411
Corrective Action System at TMMK 414
Where East Meets West in Performance Management 419
Tread Carefully in Changing Rewards Systems to Imitate Toyota 423
Key Points to Consider for Your Company 426
Chapter 15. Hoshin Kauri and Floor Management
Development System 427
The Hoshin Systems Makes Investment in Culture Payoff 427
What is Hoshin and How does it Relate to the Floor Management
Development System? 429
The Floor Management Development System (FMDS) 432
Connecting Hoshin-FMDS and the Quality People
Value Stream 433
A Year in the Life of Hoshin Kanri at Toyota 435
Step 1. TMC Selects a Hoshin Theme (a priority to focus on) 435
Step 2. Cascade to TEMA 439
Step 3. Cascade Down to Manufacturing Plants (TMMK) 440
Step 4. Department Heads Play Catch Ball with Their
Section Managers 441
Step 5. The Hoshin Cascades Down to the Individual Plants 443
Step 6. The Plan Goes Down to the Group Leaders 445
Step 7. Hoshin Goals Are Taken to the Team Members
on the Floor 445
The PDCA Phases 446
Floor Management Development System 449
Is Hoshin planning really just MBO with a Japanese name? 452
Frequently Asked Questions and Answers about Hoshin 453
Don t Rush Headlong into Hoshin 455
Key Points to Consider for Your Company 456
Part Four. Summary 457
Part Five. Learning from Toyota About
Growing a Lean Culture 459
Chapter 16. Leveling Up Toyota Culture at Toyota Motor Sales 463
Toyota Motor Sales turns Fifty 463
Teaching Lean Thinking at the University of Toyota 466
Bringing Kaizen to the TMS Finance Division 472
Is Toyota Motor Sales Lean? 477
Key Points to Consider for Your Company 479
Chapter 17. The Lexus and Scion Stories 481
Beyond Continuous Improvement to strategic Innovation 481
Lean Customer Service the Lexus Way 482
Attract and Select Lexus Dealers 483
Develop Lexus Dealers 484
Engage Lexus Team Members 486
Inspire Lexus Team Members 488
Creating Scion to Attract Young People to the Customer
Value Stream 490
Leveling up the Total Customer Experience 496
Summary 499
Chapter 18. Developing Your Culture of Quality People
for Long-Term Mutual Prosperity 501
Lean Transformation: Tools to Reduce Waste or Cultural
Transformation? 501
The Challenge of Building the Quality People Value Stream in the
Context of Traditional Western Management 504
Different Approaches to Organizational Transformation 509
Lean Transformation at Big Ship Compared to Small Ship 510
What Can We Learn from Big Ship Compared to Small Ship? 515
The Cultural Assumptions Behind Lean Six Sigma Versus
the Toyota Way 518
What Do We Know about Organization and Culture Change? 524
Leaders Must Lead 525
Change Needs a Reason and a Vision 530
People Must be Taught and Supported 532
Change Requires a Plan and a Process 535
Phasing in the Transformation Process 538
Use Lean Projects as a Vehicle for Developing People
and Culture 539
Build Deep Models, While Spreading Tools Broadly 542
Senior Leaders Take a Serious Look at Themselves and
Their Motives 543
Assess Your Current Cultural Strengths and Weaknesses
and Develop Your Future State Model 544
Develop Daily Management Systems Starting in the Models
Then Spreading 544
Change Supporting HR Systems First to Eliminate Barriers
to Development 545
As the Lean Effort and Organization Matures Add in Hoshin
at a High Level 545
As the Organization Matures Add Supporting HR Structures 546
Continue Reflecting, Planning, and Improving 546
Summary 546
Key Points to Consider for Your Company 547
Bibliography 549
Index 553
|
| adam_txt |
Contents
Acknowledgments xv
Foreword xxi
Preface: From the Toyota Way to Toyota Culture xxv
The Toyota Way Is About Culture xxv
Two Models of the Toyota Way xxvii
Part One. What Is Toyota Culture? I
Chapter 1. The DNA of Toyota Lies in Its Culture 3
Why Are Lean and Six Sigma Programs Not Enough? 3
What Is Culture? (It's All in Our Heads) 5
People Are the Heart and Soul of the Toyota Way 10
The Toyota Way 2001 First Documented the Culture 12
A Deeper Analysis of Culture 16
The Challenges of Taking Culture Across Boundaries 20
Cross-National Culture by the Numbers 20
East versus West Means a Different Way of Thinking 22
Is the Toyota Way a Direct Reflection of Eastern Thinking? 24
The Challenges of Changing Culture at Other
Companies: A Warning 27
Caveat: Toyota Is Made Up of People—and People
Are Not Perfect 31
Summary: Reasons for Hope? 32
Key Points to Consider for Your Company 32
Chapter 2. The Human Systems Model 35
Toyotas Turnaround from Bankruptcy: Reflecting and
Reinforcing Culture 35
Supporting the Two Critical Value Streams: Product and People 37
The Core of Toyota Culture Is Not Negotiable 37
The Missing People Value Stream 37
Problem Solving Connects the Two Value Streams 38
The Human Systems Model 40
Outside the People Value Stream: Purpose, Outputs, and Inputs 41
The Core People Value Stream 43
People-Supporting Processes and Daily Management 45
The Organizational-Supporting Processes and the
Role of HR 46
The Model Is Not a Silver Bullet—It Is What You Do Every Day 48
Summary 49
Key Points to Consider for Your Company 49
Chapter 3. Toyota Way + Local Environment +
Purpose = Success 51
Purpose—Why Are We Here? 51
Outputs—Quality People Working Together to Continuously
Improve Based on Shared Toyota Values 55
Quality People Lead to Quality Results 55
Launch a New Culture with an Obsession for Quality 56
Stopping the Line Is Everyone's Responsibility 58
One Step and Then Another 59
The Inputs to the Organization 60
Philosophy and Values 60
Production System Principles 61
Creating a Pool of Eligible Human Resources 64
Starting with Careful Location of Operation 64
Developing a Capable Labor Pool 65
Summary: Laying the Foundation for Toyota Culture 70
Key Points to Consider for Your Company 71
Part One. Summary 73
PartTwo.The Quality People Value Stream 75
Chapter 4. Attract Competent and Trainable People 77
Selecting Employees for Life 77
Hiring die Right Person, in the Right Amount, in die Right
Form, at the Right Time 79
The Right Person 79
In the Right Amount: Based on Long Term Employment Needs 81
In die Right Form 82
At the Right Time 82
Funnel Model of Recruitment: Many Prospects Lead to Few Hires 83
Selection: Long-Term Match 84
Toyota Georgetown Original Recruitment and Selection
Process for Hourly Team Members 86
Improved Toyota Georgetown Recruitment and Selection Process 95
Selecting Toyota Executives 101
Pay Me Now or Pay Me Later 103
Summary 103
Key Points to Consider for Your Company 103
Chapter 5. Developing Competent and Able People 105
Toyota Trains People Like They Are All Surgeons 105
Getting Started: Team Member Orientation 107
Work Conditioning 107
Human Resources Policies 107
Production 108
Training to Do the Job 109
Classroom Training 111
Personal Training Opportunities 116
On-the-Job Development (OJD) 117
Fundamental Skill Training (GPC) 118
From Visual Manuals to Standardized Work 120
Action Training and Image Training 120
Standardized Work and Job Breakdown 126
Job Instruction Method 127
Follow Up and Support Until Student Masters the Job 129
The Role of the Toyota Team Member—Training for
All Temporaries and New Hires 129
Continuous Improvement of Job Training 132
Work-Related Training Needs Identification (Through COPA) 133
Training Different Levels at Toyota 134
Team Leader and Group Leader Training 138
Manager Level Training 140
Manager Rotation—Cross-Training 141
General Manager and VP Level Training 142
Making Available Training Resources 145
Summary 146
Key Points to Consider to for Your Company 147
Chapter 6. F.ngaging Competent and Willing People
in Continuous Improvement 149
Problem Solving May Be the Silver Bullet 149
At Toyota Everyone Is a Problem Solver 154
1. Engineers and Pilot Teams Create Initial Standards
Learning From Past Problems 158
Engineers Begin the Development of Standardized Work 158
The Pilot Team Is a Way to Involve and Develop
Team Members 160
2. Work Teams Work to Standard and Detect Deviations in an
Atmosphere of No Blame 161
Without Standards There Are No Problems 161
Standardized Work is the Basis for Improvement by the Team 163
Use of Standards Does Not Mean Every Operation Is the Same 164
Team Members serve as Problem Detectors 165
3. Work Teams Contain Disruptions to Production through
"Event-Type" Problem Solving 170
Toyotas Suggestion System Supports Event-Type
Problem Solving 174
4. Work Teams Improve the Standards Through "Setting-Type"
Problem Solving 176
5. Broader Problem Solving to Level Up the System 178
Roles in Problem Solving by Level of the Organization 178
Jishuken—A Kaizen Event or Way to Develop Leaders? 182
Leaders Encourage and Develop Kaizen Through Guidance,
Trust and Discipline 184
Summary 186
Key Points to Consider for Your Company 186
Chapter 7. Inspiring People to Be Committed to the Company,
Family, and Community 189
What It Means to be Committed to Toyota 189
The Challenges of Inspiring Commitment in a Western Setting 192
Deepening the Cycle of Learning and Commitment 194
Challenge Team Members to Grow and Develop 197
Family and Community Focus 201
Family Focus 204
Community Focus 204
Think Green: Positively Impacting the Physical Environment 208
Green Buildings in Toyota Motor Sales 208
Environmental Safety 212
Zero Landfill Goal 213
Paint Waste Improvement 214
Keeping the Developed Team Member Through High Retention 216
Committed Toyota Members Can be Developed Outside Japan 219
Summary 219
Key Points to Consider for Your Company 220
Part Two. Summary 221
Part Three. People Supporting Processes 223
Chapter 8. Work Groups and Team Problem Solving 227
Teams and Work Groups Are the Basic Units of Toyota Organization 227
Toyota Organizational Structure: Flat and Optimal Span of Control 231
Work Groups at Work: Case Example 238
Many Types of Problem-Solving Groups 245
Problem Solving Groups at Work: Case Example 246
National Culture and Teamwork 256
No Social Differences 258
Summary 259
Key Points to Consider for Your Company 260
Chapter 9. Clean and Safe Workplace 261
A Holistic Approach 261
The Physical Work Environment: Clean, Well Lit, and Comfortable 262
Physically Safe Processes 264
Design in Economically Safe Jobs 264
Ergonomic Ratings and Rotations 266
The KYT Meeting 271
Standardized Work, Job Instruction, and Safety 271
Early Symptom Intervention 275
Psychologically Safe in the Plant 279
Safe and Respectful Environment 279
Cognitive Simplification: Challenging but not Stressful 280
Safety Culture 282
Team Member Care—Personal Health and Safety 285
Dealing with Workers on Restrictions 285
Medical Clinics on Site 286
An Onsite Pharmacy: Getting It Wrong, Then Getting It Right 286
Summary 288
Key Points to Consider for Your Company 288
Chapter 10. Two-Way Communication and Visual Management 289
Communication Is Fragile 289
Formal Channels of Communication 292
Top-Down Communications 292
Meetings, Meetings, Meetings 295
Meeting Facilitation and Communications Training 298
Clear Roles and Responsibilities Make Meetings
Efficient and Effective 302
Human Resource Facilitated Upward Communication 304
Informal Communication Channels 308
Visual Control and A-3s as a Communication System 311
Visual Indicators of the Status of the Process 311
A—3 Reporting to Visually Communicate Status 313
Summary 315
Key Points to Consider for Your Company 315
Chapter 11. Servant Leadership 317
Leaders Develop Culture 317
Servant Leadership 319
Thoughtful Leaders Living the Toyota Way Values 322
Challenge 322
Kaizen 324
Genchi Genbutsu 325
Respect 327
Teamwork 328
How Does Toyota Select and Develop Leaders? 331
Summary—Best of Both Worlds 333
Key Points to Consider for Your Company 336
Part Three. Summary 337
Part Four. Organizational Supporting Processes 339
Chapter 12. Commitment and Tools for Stable Employment 341
Long-term Partnership or Disposable Labor? 341
Stable Employment Depends on a Flexible Work Force 344
Transfers (Flexible Movement) 346
Multiskilled Worker (Flexible Skills) 346
Flexible Overtime 346
Temporary Workforce and Freshman Jobs 348
Planning for Ups and Downs in the Market 350
Short-term Planning 352
The Ups and Downs of Workforce Management 355
Putting It All Together Globally 358
Summary 361
Key Points to Consider for Your Company 362
Chapter 13. Fair and Consistent HR Policies and Practices 363
What Is Fairness? 363
Trust Economy Versus Commodity Economy 366
Fairness and Consistency Is Human Resources' Mandate 368
Restructuring HR as a Result of a Critical Problem 372
Understanding the Problem 372
Back to the Basics—Values 373
The HR Reorganization 374
Union Influences: Is a Third Party Needed to Represent the
Interests of Labor in the Toyota Culture? 381
Summary 385
Key Points to Consider for Your Company 386
Chapter 14. Slow Promotion and Rewards for Teamwork 389
Do you get what you measure? 390
Toyota's Rewards and Recognition System in Japan 393
Production side 394
Engineering side 395
T-Type people 396
A Holistic Approach to Rewards and Recognition 398
East versus West Views of Rewards and Recognition 400
Blended and Balanced Rewards and Recognition
Systems in Toyota USA 403
Compensation and Benefits 403
Hourly Employee Compensation 405
Keep It Simple and Communicate It Often 406
Salaried Compensation 407
Benefits Encourage Long-term Security and Trust 408
Performance Evaluation System: Individual
Development Plan 410
Slow Promotion Process at TMMK 411
Corrective Action System at TMMK 414
Where East Meets West in Performance Management 419
Tread Carefully in Changing Rewards Systems to Imitate Toyota 423
Key Points to Consider for Your Company 426
Chapter 15. Hoshin Kauri and Floor Management
Development System 427
The Hoshin Systems Makes Investment in Culture Payoff 427
What is Hoshin and How does it Relate to the Floor Management
Development System? 429
The Floor Management Development System (FMDS) 432
Connecting Hoshin-FMDS and the Quality People
Value Stream 433
A Year in the Life of Hoshin Kanri at Toyota 435
Step 1. TMC Selects a Hoshin Theme (a priority to focus on) 435
Step 2. Cascade to TEMA 439
Step 3. Cascade Down to Manufacturing Plants (TMMK) 440
Step 4. Department Heads Play "Catch Ball" with Their
Section Managers 441
Step 5. The Hoshin Cascades Down to the Individual Plants 443
Step 6. The Plan Goes Down to the Group Leaders 445
Step 7. Hoshin Goals Are Taken to the Team Members
on the Floor 445
The PDCA Phases 446
Floor Management Development System 449
Is Hoshin planning really just MBO with a Japanese name? 452
Frequently Asked Questions and Answers about Hoshin 453
Don't Rush Headlong into Hoshin 455
Key Points to Consider for Your Company 456
Part Four. Summary 457
Part Five. Learning from Toyota About
Growing a Lean Culture 459
Chapter 16. Leveling Up Toyota Culture at Toyota Motor Sales 463
Toyota Motor Sales turns Fifty 463
Teaching Lean Thinking at the University of Toyota 466
Bringing Kaizen to the TMS Finance Division 472
Is Toyota Motor Sales Lean? 477
Key Points to Consider for Your Company 479
Chapter 17. The Lexus and Scion Stories 481
Beyond Continuous Improvement to strategic Innovation 481
Lean Customer Service the Lexus Way 482
Attract and Select Lexus Dealers 483
Develop Lexus Dealers 484
Engage Lexus Team Members 486
Inspire Lexus Team Members 488
Creating Scion to Attract Young People to the Customer
Value Stream 490
Leveling up the Total Customer Experience 496
Summary 499
Chapter 18. Developing Your Culture of Quality People
for Long-Term Mutual Prosperity 501
Lean Transformation: Tools to Reduce Waste or Cultural
Transformation? 501
The Challenge of Building the Quality People Value Stream in the
Context of Traditional Western Management 504
Different Approaches to Organizational Transformation 509
Lean Transformation at Big Ship Compared to Small Ship 510
What Can We Learn from Big Ship Compared to Small Ship? 515
The Cultural Assumptions Behind Lean Six Sigma Versus
the Toyota Way 518
What Do We Know about Organization and Culture Change? 524
Leaders Must Lead 525
Change Needs a Reason and a Vision 530
People Must be Taught and Supported 532
Change Requires a Plan and a Process 535
Phasing in the Transformation Process 538
Use Lean Projects as a Vehicle for Developing People
and Culture 539
Build Deep Models, While Spreading Tools Broadly 542
Senior Leaders Take a Serious Look at Themselves and
Their Motives 543
Assess Your Current Cultural Strengths and Weaknesses
and Develop Your Future State Model 544
Develop Daily Management Systems Starting in the Models
Then Spreading 544
Change Supporting HR Systems First to Eliminate Barriers
to Development 545
As the Lean Effort and Organization Matures Add in Hoshin
at a High Level 545
As the Organization Matures Add Supporting HR Structures 546
Continue Reflecting, Planning, and Improving 546
Summary 546
Key Points to Consider for Your Company 547
Bibliography 549
Index 553 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Liker, Jeffrey K. Hoseus, Michael |
| author_GND | (DE-588)132080508 |
| author_facet | Liker, Jeffrey K. Hoseus, Michael |
| author_role | aut aut |
| author_sort | Liker, Jeffrey K. |
| author_variant | j k l jk jkl m h mh |
| building | Verbundindex |
| bvnumber | BV023255663 |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)254306088 (DE-599)GBV550656847 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| genre_facet | Patentschrift |
| id | DE-604.BV023255663 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:29:41Z |
| indexdate | 2024-07-09T21:14:15Z |
| institution | BVB |
| isbn | 0071492178 9780071492171 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016440947 |
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| spelling | Liker, Jeffrey K. Verfasser (DE-588)132080508 aut Toyota culture the heart and soul of the Toyota way Jeffrey Liker ; Michael Hoseus New York, NY [u.a.] McGraw-Hill 2008 XXX, 562 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Toyota-Jidōsha-Kōgyō-KK Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd rswk-swf Fallstudie / Case study - 68 Kraftfahrzeugindustrie / Unternehmenskultur / Qualitätsmanagement / Personalentwicklung / Arbeitszufriedenheit / Erfolgsfaktor / Organisationsforschung / Japan Qualitätsmanagement (DE-588)4219057-5 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Unternehmenserfolg (DE-588)4223768-3 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf (DE-588)4173536-5 Patentschrift gnd-content Unternehmenskultur (DE-588)4131484-0 s Qualitätsmanagement (DE-588)4219057-5 s Unternehmenserfolg (DE-588)4223768-3 s DE-604 Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 b Führung (DE-588)4018776-7 s Hoseus, Michael Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016440947&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Liker, Jeffrey K. Hoseus, Michael Toyota culture the heart and soul of the Toyota way Toyota-Jidōsha-Kōgyō-KK Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Fallstudie / Case study - 68 Kraftfahrzeugindustrie / Unternehmenskultur / Qualitätsmanagement / Personalentwicklung / Arbeitszufriedenheit / Erfolgsfaktor / Organisationsforschung / Japan Qualitätsmanagement (DE-588)4219057-5 gnd Führung (DE-588)4018776-7 gnd Unternehmenserfolg (DE-588)4223768-3 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| subject_GND | (DE-588)136030-9 (DE-588)4219057-5 (DE-588)4018776-7 (DE-588)4223768-3 (DE-588)4131484-0 (DE-588)4173536-5 |
| title | Toyota culture the heart and soul of the Toyota way |
| title_auth | Toyota culture the heart and soul of the Toyota way |
| title_exact_search | Toyota culture the heart and soul of the Toyota way |
| title_exact_search_txtP | Toyota culture the heart and soul of the Toyota way |
| title_full | Toyota culture the heart and soul of the Toyota way Jeffrey Liker ; Michael Hoseus |
| title_fullStr | Toyota culture the heart and soul of the Toyota way Jeffrey Liker ; Michael Hoseus |
| title_full_unstemmed | Toyota culture the heart and soul of the Toyota way Jeffrey Liker ; Michael Hoseus |
| title_short | Toyota culture |
| title_sort | toyota culture the heart and soul of the toyota way |
| title_sub | the heart and soul of the Toyota way |
| topic | Toyota-Jidōsha-Kōgyō-KK Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Fallstudie / Case study - 68 Kraftfahrzeugindustrie / Unternehmenskultur / Qualitätsmanagement / Personalentwicklung / Arbeitszufriedenheit / Erfolgsfaktor / Organisationsforschung / Japan Qualitätsmanagement (DE-588)4219057-5 gnd Führung (DE-588)4018776-7 gnd Unternehmenserfolg (DE-588)4223768-3 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| topic_facet | Toyota-Jidōsha-Kōgyō-KK Fallstudie / Case study - 68 Kraftfahrzeugindustrie / Unternehmenskultur / Qualitätsmanagement / Personalentwicklung / Arbeitszufriedenheit / Erfolgsfaktor / Organisationsforschung / Japan Qualitätsmanagement Führung Unternehmenserfolg Unternehmenskultur Patentschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016440947&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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